Corporate Plan 2019–2020

Western Airport I Corporate Plan 2019 – 2020 1 Purpose Statement To generate social and economic prosperity by working together to safely deliver a thriving airport precinct in Western Sydney

2 Western I Corporate Plan 2019 – 2020 Chair’s message

Significant progress has been made in the delivery of Western Sydney International (Nancy-Bird Walton) Airport since the establishment of WSA in 2017. During the past financial year, the first sod was turned and earthworks officially began, culminating recently in the first one million cubic metres of earth being moved. This is a phenomenal achievement for our team and a significant milestone for Paul O’Sullivan the Airport as well as for the Western Sydney community. Chair and Non-executive Director

e are continuing We want to be in conversation with optimise this unique opportunity to consult with the community throughout the to ensure that the Airport attracts all levels of development of Western Sydney businesses and investment to the Government and International and to share our region and the Aerotropolis. the industry to journey with the public. The Western Finally, I would like to acknowledge Wdeliver an Airport that will be an Sydney International Airport the support and interest in Western integrated transport hub. WSA is Experience Centre (Experience Sydney International from the local ramping up market engagement to Centre) provides a great opportunity residents as well as the broader ensure that when Western Sydney for us to showcase all the benefits community. With great enthusiasm, International opens its doors, the that the Airport will bring to the we look forward to working with all Airport will be designed to create a region and hopefully inspire a new our stakeholders to successfully seamless end-user experience. Our generation of aviation enthusiasts. deliver one of the most complex vision is to build an airport that will and critical infrastructure projects be the gateway of choice and deliver Western Sydney International will of our time. infrastructure that the people of be a major catalyst for growth and Western Sydney, and , can development in the region, as well be proud of. Throughout the design, as for the state of . construction and operational phases In addition to our commitment to of the Airport, safety will be our resolve aviation capacity challenges Paul O’Sullivan highest priority. in the Sydney basin, WSA will Chair and Non-executive Director

Paul O’Sullivan - Chair and Non-executive Director Paul is the inaugural Chair of WSA, appointed in August 2017. He is Chair of Singtel Optus Pty Ltd and was previously Chief Executive Officer (CEO) of Singtel Group (Consumer) from 2012-2014 where he was responsible for operations in both Singapore and Australia, as well as Singtel investments. Paul previously served as CEO of Optus from September 2004 to March 2012, and prior to this held a range of senior positions within Optus. Paul has also held management roles with the Colonial Group and the Royal Dutch Shell Group in Canada, the Middle East, Australia and United Kingdom. Paul currently serves as a Director on several Boards including Coca-Cola Amatil Ltd, the National Disability Insurance Agency (NDIA) and HOOQ Digital Pte. Ltd.

Collaborative engagement with stakeholders From left to right: Minister for Population, Cities and Urban Infrastructure, The Hon Alan Tudge MP; Group CEO, Alan Joyce; Western Sydney Airport Chair, Paul O’Sullivan; Western Sydney Airport CEO, Graham Millett; and Group CEO, Gareth Evans.

Western Sydney Airport I Corporate Plan 2019 – 2020 3 Board of Directors

Fiona Balfour Tim Eddy Vince Graham AM Non-executive Director Non-executive Director Non-executive Director (appointed August 2017) (appointed August 2017) (appointed November 2017)

Fiona has over 35 years’ experience Tim has over 30 years’ experience Vince brings over 30 years’ across aviation, information and leading and managing in a experience in senior and chief telecommunication services, professional services environment, executive roles in infrastructure distribution and logistics and including most recently as Managing and public transport across the corporate governance. She spent 14 Partner Operations, Oceania at Ernst public sector. He has considerable years with Qantas Airways Limited & Young. Throughout his career knowledge of infrastructure projects and served six years on the Executive he has developed expertise in a in NSW, having been CEO of Committee as Chief Information range of areas including: global and Networks NSW and RailCorp NSW, Officer. Fiona is currently an national transformation and change; where he had responsibility for the independent Non-executive Director developing new service offerings; $30 billion public private partnership with Airservices Australia and Metcash growth strategies for business Waratah train project. Limited and is a nominee Director for operations; risk management and Vince also sits on the Board of the PSPIB of Canada at Land Services governance best practice; and driving Australian Rail Track Corporation South Australia Limited. Fiona is a sound financial outcomes. Tim is a and Western City & Aerotropolis former nominee Director of Société Fellow of the Chartered Accountants Authority. A lifelong resident of Internationale de Télécommunications Australia and New Zealand and a Penrith, he brings to WSA a strong Aéronautiques (‘SITA-SC’) Geneva, and graduate of Institute of connection to Western Sydney. former independent Non-executive Company Directors. Director of Salmat Limited, TAL (Dai- ichi Life) Australia, Australian Red Cross Blood Service and a number of not-for-profit organisations.

It’s wonderful to see the infrastructure coming to the area that I have lived in all my life. Knowing that my kids will reap the rewards is a wonderful thing. I cannot wait to take off from Western Sydney International! Wayne Willmington, Luddenham resident.

Construction of the northbound and southbound bridge on Badgerys Creek Road

4 Western Sydney Airport I Corporate Plan 2019 – 2020 Anthea Hammon Christine Spring John Weber Non-executive Director Non-executive Director Non-executive Director (appointed November 2017) (appointed August 2017) (appointed November 2017)

Anthea is the Managing Director of Christine is an expert in aviation John is currently Chair of the Scenic World, a third-generation family infrastructure development and Airservices Australia Board. In business which has been operating in airport operations, as well as a civil addition to being a Director on the Blue Mountains for over 70 years. engineer with approximately 20 several Boards including Australian As head of Australia’s most visited years’ experience. She has Australian Maritime Systems Group and privately-owned tourist attraction, and and international experience in Dimeo Group, John is also on the a mechanical engineer, she has played aviation infrastructure delivery, Global Advisory Board of Elevate a leading role in driving the company’s including in New Zealand, the United Services, a global technology and strategy of investment and growth, Arab Emirates, Asia and the Pacific consulting company. He was Chief and brings 15 years of knowledge and Islands. Christine is currently on the Executive of Minter Ellison and later experience in the tourism industry. Board of Auckland International a Managing Partner and member of She is a Director of Scenic World’s Airport, where her experience in the international executive of DLA parent company Hammons Holdings, aviation infrastructure and executive Piper. John has worked extensively which also operates BridgeClimb on management is contributing to in industry and government across the Sydney Habour Bridge. Anthea implementing its 30-year vision for the a diverse range of sectors, including is also the Vice President of the Blue airport of the future. Christine is also transport, defence, infrastructure Mountains Accommodation and a Director of Unison Networks Ltd, and financial services. He brings Tourism Association, Director of Blue and Unison Contracting Services Ltd. considerable Board experience from Mountains Economic Enterprise and his roles in a number of public, private previously served as Director of the and not-for-profit organisations. John Australian Amusement, Leisure and holds a Bachelor of Laws from the Recreation Association. Australian National University.

Western Sydney Airport I Corporate Plan 2019 – 2020 5 CEO’s message

In the two years since WSA was established, we have accomplished a number of significant milestones. I am pleased to say that we have recruited some of the best talent in the industry and procured a range of technical experts to support the delivery of Western Sydney International (Nancy-Bird Walton) Airport. All of this has enabled earthworks to commence in September 2018, with over a million cubic metres of earth moved. In addition, WSA announced a design competition early this year which enabled university students with a link to Graham Millett Western Sydney the opportunity to team up with leading airport Chief Executive Officer architects to put forward designs for the terminal.

ooking forward, this carry out engagement and planning We continue to receive an Corporate Plan sets out our activities with airlines, the air freight overwhelmingly positive response objectives and strategic industry, airport service providers, for the project and I want to priorities for the next four and key participants in the property acknowledge the support and financial years. With Early sector. These conversations will interest in Western Sydney LEarthworks well underway, WSA is help ensure that Western Sydney International from all our anticipating Bulk Earthworks will International will delight its full range stakeholders. Over the past commence on-site at the start of of aeronautical and non-aeronautical year, WSA has partnered with 2020. In the coming years WSA, customers. local councils on a range of together with the appointed Master activities including the roll-out of a Architect and Master Engineer, will WSA remains focused on the competition to develop STEM skills create the blueprints of the Airport generation of social and economic in Western Sydney primary school terminal building and environs. prosperity in the Western Sydney students by encouraging them to Construction on the terminal will region. Our current workforce is well dream up their vision of the Airport then commence in 2022, with above the 30% target set for local using the popular digital platform, completion planned for 2025. Our employment during the construction Minecraft. Our team is embedded commitment to safety underscores phase. Western Sydney is currently in the community undertaking a toy all that we do and we will continue the third largest economy nationally, drive at Liverpool Hospital, meeting to work together with our partners and one of Australia’s fastest with locals at the Luddenham Show to safely deliver Western Sydney growing regions. The team at WSA and answering several hundreds International. is proud to have our offices located of enquiries from residents. in Western Sydney where the Throughout the Corporate Plan, we In parallel to building the Airport, significant momentum of growth have highlighted quotes from the building the airport business will be and development in the Western community that reflect the passion an important focus for WSA. We have Parkland City is clearly evident. and excitement for Western Sydney signed Memoranda of Understanding We are collaborating with our key International. with Qantas and , partners, including the Western and their subsidiaries, Jetstar and City & Aerotropolis Authority and The delivery of Western Sydney Tigerair, to collaborate on the design the Greater Sydney Commission, to International is one of Australia’s for the Airport. Memoranda of achieve mutual goals of developing most significant infrastructure Understanding have also been signed the region and helping shape the projects. The activities proposed with several key operators in the air future of the Aerotropolis. in this Corporate Plan will shape freight industry. We will continue to the next four financial years for the Company and drive us towards the completion of a successful world- class airport for Western Sydney and Australia.

Graham Millett Working together with Over a million Chief Executive Officer Qantas and Virgin Australia cubic metres of to deliver Western Sydney earth moved International

6 Western Sydney Airport I Corporate Plan 2019 – 2020 1. WSA’s direction

Purpose To generate social and economic prosperity by working together to 1 safely deliver a thriving airport precinct in Western Sydney

Vision Gateway of choice to Australia and the world —­ connecting people, 2 places and opportunity

Culture 3 Empowered to deliver

Core values 4

Safety Inclusion Courage Integrity Pioneering Passion

5 Strategic outcomes

Deliver a world-class Embedded in our Delight aeronautical Innovate when it comes airport business that community by being a and non-aeronautical to revenue and cost delivers on Shareholder catalyst for customers of models and create objectives Western Sydney’s Western Sydney business models socio-economic International centred on the end-user development

We, as the Directors of WSA, present the 2019-20 Corporate Plan (the Plan) which has been prepared by WSA Co Limited (ABN: 81 618 989 272) (Western Sydney Airport, WSA or the Company) for its Shareholder Ministers in the Finance and Urban Infrastructure portfolios. The Plan covers the period of FY2019-20 to FY2022-23 and is prepared in accordance with Section 95 of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).

Western Sydney Airport I Corporate Plan 2019 – 2020 7 2. Operating context

The Company was established to develop and operate Western Sydney International (Nancy-Bird Walton) Airport (‘Western Sydney International’). WSA’s current focus is on the design of Western Sydney International and earthworks as part of the construction phase. The focus will change over time as the Company moves from infrastructure delivery mode into operating a full-service international Airport in 2026.

For long-term strategic planning, it is efficiently per journey, and driving The increase in population growth in important to consider the following greater network efficiency overall. Western Sydney has led to expansion trends in relation to WSA’s operating of general building industries. More 2.2.1 End-user experience context. In understanding these construction firms are demanding trends, opportunities and challenges, The needs and wants of passengers employees with TAFE or apprenticeship WSA will ensure the Airport is are shifting towards the demand qualifications rather than relying on optimised by way of flexible design for a seamless journey, with traditional on-the-job training. which can adapt to change and the International Air Transport The project continues to generate growth over time. Association (IATA) finding that 51% significant interest within this of travellers prefer to have their 2.1 Sydney aviation passenger context. WSA is engaging with the luggage delivered directly to their growth construction industry throughout final destination if they are able to its tendering processes to ensure Australia’s position as a prime tourist track it. The paperless experience is ongoing alignment with the market destination in Asia Pacific continues becoming the more accepted norm, and procurements that represent to drive increased inbound tourist with 45% of air travellers preferring best value for money. numbers. This demand will rise rapidly biometric identification in place of with the growing middle class in Asia. passports. 2.4 Western Sydney region According to the Business Case for There is significant investment across Western Sydney Airport, the number all three levels of Government in the of annual passengers within the Western Sydney region. To support Sydney basin is expected to reach the increasing population, the 104 million by 2050. When Western Australian and NSW governments are Sydney International opens in 2026, investing $4.1 billion over the next 10 Tourism Research Australia forecasts years as part of the Western Sydney that the largest source markets of Infrastructure Plan. Additionally, the international visitors to Australia will Western Sydney City Deal signed be from China and New Zealand. in March 2018 is a partnership between the , This demand for future aviation NSW Government and eight local services presents a need for the governments to unlock opportunities development of a new full-service in education, business and international airport within the Sydney employment for the Western Sydney basin. This need was confirmed community. by the 2012 Joint Study on aviation capacity in the Sydney basin. The Australian and State governments are investing in the 2.2 Aviation industry Greenfield airport developments, Greater West line, which will provide such as Western Sydney International, Congestion at several capital city rail access and create an integrated have a unique opportunity to airports is fast becoming a major transport hub at Western Sydney incorporate the best proven issue, with airports expanding International. elements of the industry to create existing infrastructure to meet these an experience that sets it apart, Western Sydney International plays increasing demands. However, such delighting a full complement of a significant role as the catalyst in expansion to brownfield projects is customers and end-users. generating the business activities often associated with disruption to for the proposed Aerotropolis traffic flows. 2.3 Infrastructure market and agribusiness precinct in the Globally, rapid growth and There is heightened activity and Western Sydney region. penetration of Low Cost Carriers in investment in the construction of This is the environment in which WSA the aviation market remains. Aircraft public infrastructure in Australia. is delivering its strategic priorities. types continue to be enhanced and The Australian Government is as a result, they are able to transport investing $100 billion over the next passengers and freight more 10 years in transport infrastructure.

8 Western Sydney Airport I Corporate Plan 2019 – 2020 2. Operating context 3. Strategic priorities

WSA will transition through four, often overlapping phases, namely the initial Planning and Design phase, the Earthworks and Construction phase, the Operational Readiness and Airport Transfer (ORAT) phase, and the Operations phase.

1 2 3 4

Planning Earthworks and Operational Readiness Operations and design construction and Airport Transfer FY2026-27 – onwards FY2017-18 – FY2022-23 FY2018-19 – FY2024-25 FY2024-25 – FY2025-26

Guiding WSA through these phases are the four strategic outcomes that the company aims to achieve up until operations and beyond.

Deliver a world-class Embedded in our Delight aeronautical Innovate when it comes to airport business that community by being a and non-aeronautical revenue and cost models delivers on shareholder catalyst for customers of and create business objectives Western Sydney’s Western Sydney models centred on the socio-economic International end-user development

Western Sydney Airport I Corporate Plan 2019 – 2020 9 The three areas of strategic priorities for WSA are infrastructure delivery, community engagement, and planning.

3.1 Infrastructure delivery outlook and associated airside and landside and function requirements of the interface works. The third package, terminal that will set it apart. WSA The delivery of the Airport is broadly Landside Civil and Building Works, will leverage global industry expertise divided into Early Earthworks and includes the construction of landside to maximise the unique opportunity three Main Works Packages. The first roads, carparks and associated afforded by best practice inputs and of these Main Works Packages is the works. Planning and design work for proven technology from reference Bulk Earthworks and Airside Civils both these packages is fundamental sites around the world. The anticipated (BEAC) Works. BEAC works cover to delivering an airport that delights timeline for the procurement and large scale earthworks, drainage aeronautical and non-aeronautical delivery of these Main Works Packages and utilities, together with airside customers and achieving WSA’s third — the three BEAC sub-packages, pavements. The BEAC works is strategic outcome. Terminal and Specialty Works, and further broken down into three Landside Civil and Building Works — sub-packages (BEAC Package 1A, Design activity will be punctuated is depicted below. 1B and 1C). by the appointments of a Master The second package, Terminal Architect from the Design Competition and Specialty Works, includes and a Master Engineer — these construction of the terminal building appointments will address both form

FY2019–20 FY2020–21 FY2021–22 FY2022–23 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Early Earthworks Practical completion

BEAC Package 1A Preparatory work Practical commences completion

BEAC Package 1B EOI market Contract On-site works Practical release award commence completion EARTHWORKS AND AIRSIDE CIVILS AIRSIDE AND EARTHWORKS BEAC Package 1C EOI market Contract On-site works release award commence

Master Architect/ Design Competition Contract award

TERMINAL AND AND TERMINAL Main Works Package 2 SPECIALTY WORKS SPECIALTY EOI market Contract Construction release award commences

Main Works Package 3 EOI market Contract Construction WORKS release award commences AND BUILDING AND LANDSIDE CIVIL CIVIL LANDSIDE

For each of the key packages, a range of enabling functions will be carried out in order to support and ensure successful and effective completion.

10 Western Sydney Airport I Corporate Plan 2019 – 2020 FY2019–20 FY2020-21 to initiate the procurement FY2022–23 process. In addition, the contracts for Early Earthworks is anticipated to It is anticipated that BEAC Package 1B Main Works Packages 2 and 3 will be be completed by the second half will be completed in the first half of the awarded during this financial year. of FY2019-20. Procurement for financial year. BEAC Package 1C, as well BEAC Package 1A is expected to FY2021–22 as Main Works Packages 2 and 3 will all be completed with the preparatory be in progress for a target completion BEAC Package 1A is expected to be activities to commence in the first date in FY2025-26 to allow for completed in the first half of FY2021- half of FY2019-20 and construction Operational Readiness and Airport 22 whilst the procurement process for on-site to start in the second half Transfer (ORAT) testing which is to be BEAC Package 1C will be finalised within of FY2019-20. The procurement completed by mid-FY2026-27. the first half of FY2021-22. Construction process of BEAC Package 1B will also for Main Works Packages 2 and 3 will commence with WSA engaging the commence in the second half of this market through the release of an financial year. Expression of Interest. The contract for the Master Architect I’m Western Sydney Airport’s is scheduled to be awarded in the biggest fan. The locals and first half of FY2019-20. This will enable the buyers I talk with are the Expression of Interest process to occur for the construction of the all very excited about the terminal building in the second half of opportunities the Airport and FY2019-20. surrounding development will FY2020–21 bring to Western Sydney. I’m Delivery of BEAC Package 1A will be in lucky to have a front row seat advanced stages during FY2020-21 and delivery of BEAC Package 1B will to watch its creation. also commence in late FY2020-21. Chris Brophy, Principal at Creek Property The Expression of Interest for BEAC Package 1C will be released in Scrapers and bulldozers on-site

Construction and earthworks on-site Western Sydney Airport I Corporate Plan 2019 – 2020 11 3.2.3 Embracing local and unique perspectives WSA will continue with a range of activities throughout the reporting period that were initiated in the past year. Such activity included partnering with local councils in the roll out of a competition to develop STEM skills in Western Sydney primary school students. The initiative encouraged students to dream up and design their vision of the Airport in Minecraft, the popular digital platform. WSA also presented with Liverpool City Council to the students of the Western Sydney Space Camp that sends students to NASA. Early earthworks community information session WSA will maintain its commitment 3.2 Community and stakeholder Aboriginal Stakeholder Forum to engagement in local activities, engagement outlook and extending support with a spirit The Aboriginal Stakeholder Forum similar to that which underpinned To achieve WSA’s second strategic is also led by WSA and provides initiatives such as the toy drive that saw outcome of being embedded Aboriginal stakeholders with an Christmas gifts delivered to children within the community by acting interest in the Western Sydney at Liverpool Hospital, and working as a catalyst for Western Sydney’s International site the opportunity with Luddenham Primary School to socio-economic development, the to engage with the Commonwealth deliver a school engagement program. Company has strived to engage and and WSA on proposed cultural WSA managed the sponsorship of the create platforms that allow a two-way management initiatives, actions and Luddenham Show and responded to conversation with the local region. regulatory obligations. Additionally, several hundred enquiries from the WSA is engaging with the Aboriginal The end-users of Western Sydney community about the project and community beyond this forum. International will include the benefits of the Airport to the region. Western Sydney community. As 3.2.1 Aboriginal engagement Additionally, insights from WSA’s such, engagement with the local The Company will continue to partnership with the NSW Wheelchair community will continue to be provide effective coordination of Rugby League, which involves a key focus for WSA. To ensure Aboriginal engagement to deliver consulting with players to ensure the that the diverse characteristics of positive outcomes for the Aboriginal delivery of an accessible airport, will Western Sydney are captured in community. During FY2018-19, WSA feature in planning efforts to provide the development of the Airport, the appointed Enable as the project’s all travellers a seamless and enjoyable Company maintains a continuous Aboriginal engagement partner. In an experience. conversation with the public. Australian first, this partnership will In addition to the Experience Centre, In line with this, WSA will participate see Enable continue to coordinate WSA will continue to be present in a number of forums which link the Aboriginal engagement across all at community events to provide community, Government and WSA aspects of the Company during the information and opportunities to during the planning and construction reporting period including cultural answer queries from the community. of Western Sydney International, heritage, employment, training, The toll-free call centre (1800 972 972) including: education, sustainability and will operate throughout the project, reporting. Forum on Western Sydney Airport providing another live channel of (FOWSA) 3.2.2 The Experience Centre engagement and access to information. FOWSA is a consultative forum for WSA strives to create an environment the exchange of information and in which community feedback is ideas in relation to the Airport from embraced. With the official opening representative across business, of the Western Sydney International industry, government, the community Airport Experience Centre in and key industry sectors. September 2019, the community will have the opportunity to engage Stakeholder Planning Forum with the project firsthand. The venue Led by WSA, the Stakeholder Planning will also allow the public to watch Forum brings together operational the progress of the Airport and representatives from three levels understand all the benefits that it of government to focus on the is generating, and will continue to integrated planning requirements for generate, for the Western Sydney Western Sydney International and region. The Experience Centre will be the areas immediately adjacent to a dynamic and exciting focal point of the Airport site, with an emphasis on engagement between WSA and the the supporting transport and utility community until the Airport opens. infrastructure. WSA donated gifts to children at Liverpool Hospital 12 Western Sydney Airport I Corporate Plan 2019 – 2020 for Christmas Western Sydney International Airport provides a great opportunity to improve the economic and employment opportunities for the large Aboriginal population in Western Sydney. Michael O’Loughlin, Managing Director, Enable Consulting Service

Smoking ceremony held with the Aboriginal community to celebrate the significant cultural heritage of the Airport site. Western Sydney Airport I Corporate Plan 2019 – 2020 13 3.3 Planning outlook 3.3.1. Enabling network integration ongoing engagement with the NSW with utilities, roads and rail Transport Cluster, including the As WSA moves along the delivery Traffic Management Centre, Sydney timeline, the Company will continue WSA continues to work closely with Metro, and Transport for NSW engaging with industry. In order utility authorities for the primary (incorporating the former Roads and to achieve WSA’s third strategic purpose of securing the services Maritime Services). outcome of delighting aeronautical that will be required to support and non-aeronautical customers, the construction and operation 3.3.2. Aviation industry engagement the Company will concentrate on of Western Sydney International. WSA has commenced engagement consultation and collaborative Noting its corporate objectives to with potential partners in order engagement with potential optimise the benefit on employment to understand requirements of customers and key industry and investment in Western Sydney highly desirable facilities located partners to maximise commercial and effectively integrating with new at the Airport and to secure an opportunities, and government and existing initiatives in the region, understanding of the preferred stakeholders to effect optimised WSA is also conscious of its ability design outcomes. This will ensure integrated planning. To achieve to catalyse development of these that operationally, Western Sydney WSA’s fourth strategic outcome of essential services for the benefit International meets the needs of all implementing innovative business, of regional development. This is an end-users efficiently and in a cost- revenue and cost models, the important factor in the Company’s effective manner. Company will actively consider the decision-making and planning best possible activation of the Airport activities. Regular meetings have commenced precinct and use of Airport land; for with international, domestic and Throughout the reporting period, example, through the development of regional airlines as well as the cargo WSA will provide input into planning a business park. and freight community, including for roads and rail infrastructure freight forwarders and industry surrounding the Airport site via bodies, to establish a collaborative

14 Western Sydney Airport I Corporate Plan 2019 – 2020 relationship and to share design Department of Home Affairs, the exist for the remaining land to be and operational parameters. WSA is Department of Agriculture and Water developed to facilitate business also engaging with ground handlers, Resources, Australian Federal Police, growth in Western Sydney. Whilst catering, and maintenance, repair Airservices Australia, and the Civil being mindful of the preservation and overhaul (MRO) providers Aviation Safety Authority (CASA). of land for future works including to understand their needs. This At the state level, this engagement expansion of the terminal and consultative approach will enable includes close cooperation with the second runway, WSA has Western Sydney International the Greater Sydney Commission commenced planning a business to accommodate the needs of and Western City & Aerotropolis park around one of the rail stations at the industry and to ensure that Authority, Planning Partnerships, the the Airport. Taking into consideration operationally, there will be minimal NSW Department of Planning and the proximity to the Airport, these barriers for airlines, cargo operators Environment, and the NSW Transport businesses may include offices, and aeronautical support service cluster. With the Airport site and retail, warehousing, hotels and providers to operate from and to the WSA office located within the conference centres. The planning the Airport. Liverpool Local Government Area, for the business park will be primarily regular meetings between Liverpool focused on commercial outcomes 3.3.3. Government stakeholders City Council, WSA and other councils and accordingly, will ensure land To ensure integrated planning across in Western Sydney will continue development options support the all three levels of government, WSA throughout the reporting period. generation of jobs in the Western will continue its ongoing conversation Sydney region, whilst allowing for a 3.3.4. Business park with relevant government structured and integrated approach departments and agencies. In The majority of WSA’s landholding is with the early years of Airport addition to the Shareholder reserved for Airport infrastructure as operations. Departments, engagement will part of current and future stages of include regular discussions with the the project. However, opportunities

People are getting jobs closer to home and businesses have their eye on Liverpool like never before. Our community is incredibly aspirational and will grasp the opportunity to grow and develop with the Airport. Kiersten Fishburn, Liverpool Council CEO

Western Sydney Airport I Corporate Plan 2019 – 2020 15 4. Capabilities

Since its incorporation in August 2017, WSA has been focused on building capability through attracting and retaining a high-performance workforce. As a result, WSA has built a core team of highly experienced employees leading strategic and functional domains across the organisation.

4.1 People Throughout the reporting period, WSA will continue to evolve its strategic workforce plan for the successful delivery of the Western Sydney Airport. It will do this by: • developing a high-performing, capable and agile workforce that lives WSA’s values of Safety, Integrity, Inclusion, Pioneering, Courage and Passion; • attracting, developing and retaining talent for the achievement of WSA team planning the successful delivery of a world-class airport organisational goals; • developing effective leadership WSA has committed to ambitious workforce targets as set out in the behaviours to support engagement table below. drivers; • building an organisation culture that Workforce Target *A diverse workforce, includes participation is ‘empowered to deliver’; Residents of Western Sydney 30% during of priority jobseekers • delivering a positive employee construction and under-represented value proposition and an engaged 50% during groups in the industry workplace experience, to be an operations including women in non- employer of choice; traditional roles, women in Indigenous workforce 2.4% leadership, economic and • implementing an employment Diverse workforce* 7.6% socially disadvantaged relations strategy to develop and people, and people with a maintain a safe, engaged, flexible Learning workers 20% disability. and productive workforce; • maintaining a Health, Safety and 4.2 Diversity and workforce 4.3 Direct and indirect workforce Wellbeing (HSW) program, focused initiatives on eliminating or minimising risks WSA will continue to engage with associated with health, wellbeing WSA is committed to ensuring a reliable and high-quality external and safety, and inspiring robust that Western Sydney International workforce to ensure the delivery of health and safety performance; and generates appropriate economic Western Sydney International via • developing an effective security and social benefits for the greater a safe, engaged, productive and management system aimed Western Sydney region by: flexible work environment. This includes working very closely with at protecting WSA’s people, • utilising local suppliers and WSA’s Delivery Partner and Project contractors, visitors, assets and employing local resources where Management (Definition) provider, information. possible and cost-effective; Bechtel Corporation. To ensure an effective, collaborative • creating opportunities for and integrated team, WSA learning workers, including To ensure that the Airport employees are appointed based trainees, apprenticeships and encapsulates the latest thinking, on three key factors: experience workers training to upgrade their processes and systems, a panel of and qualifications, potential for qualifications and skills; technical providers has been set up to assure WSA’s access to a wide development, and Company cultural • partnering with the education range of international and domestic fit. WSA will continue to establish sector, including TAFE, university expertise. arrangements for its employees and Registered Training that provide a compelling employee Organisations (RTOs); and value proposition that empowers employees to deliver. • encouraging a diverse workforce, including participation of under- represented groups in the industry including women in non-traditional roles, women in leadership, economic and socially disadvantaged people, and people with a disability. 16 Western Sydney Airport I Corporate Plan 2019 – 2020 4. Capabilities 5. Risk management

The WSA Board fosters a strong, positive risk culture based on shared values and behaviours. A positive risk culture promotes an open and proactive approach to managing risk which considers both threat and opportunity and where risk is appropriately identified, assessed, communicated and managed across WSA. This aligns with WSA’s commitment to a culture that prioritises and values safety across all aspects of delivery and operation. The Company’s Risk Management • Health, Safety and Wellbeing — the • Security — physical security Framework (the Framework) provides health, safety and wellness of our management and business the overarching policy direction for employees, contractors and the resilience; the role of risk management within communities in which we operate; • Cyber Security — harm or loss WSA and also specifies WSA’s risk • Strategic — impact on the delivery resulting from breaches of, or appetite statement. The Framework is of the strategy; attacks on information systems; aligned with ‘AS/NZS ISO 31000:2018 • Financial — loss of shareholder • Design and Delivery — delivery of Risk Management – Principles and value and the overall financial the project within scope, on time Guidelines (ISO 31000)’ which is the stability of the project/business; and within budget; and international benchmark for risk management. • Governance, Legal and Compliance • Commercial — loss of, or inability to — internal governance processes, generate revenue and maximise the The Framework describes WSA’s fraudulent and corrupt behaviour value of the business and the asset. approach to risk management and meeting regulatory compliance; across the following key stages: As part of best practice governance, • People and Capability — talent Risk Identification; Risk Evaluation; risks are brought to the attention of attraction and retention, and Risk Treatment/Mitigation; Risk the Board primarily through its Audit employee capability and capacity to Monitoring/Reporting and Continuous and Risk Committee, which oversees meet operational requirements; Improvement. the overall implementation of the Risk • Community and Stakeholder Management Framework. WSA manages a robust risk profile, — retention of community and WSA aims to treat or control all risks with control frameworks established stakeholder support, and meeting and is committed to establishing and for a number of key risk areas which and managing stakeholder maintaining the highest standard of have the potential to impact the expectations; risk management. Where residual performance of the organisation; • Brand and Reputation — the risk ratings are deemed to be these include: perception and goodwill of the not within the risk appetite of the organisation, and the existence and organisation, WSA is committed to operation of the Airport; the development and application of • Environment — impact on the targeted risk management plans. environment;

I’m looking forward to Western Sydney International Airport and the opportunities it will bring to build a career close to where I live. Fergus Ryan, Western Sydney University student

Construction and earthworks on-site Western Sydney Airport I Corporate Plan 2019 – 2020 17 6. Performance measures

In alignment with WSA’s strategic Company tracks both financial and included within this Corporate Plan outcomes and priorities, the non-financial performance through in relation to Infrastructure Delivery. following performance measures these measures, which are reviewed This directly reflects the Company’s and targets have been set. The annually to ensure relevance, focus purpose and its core objective of measures have been developed and effectiveness. Following review delivering a world-class Airport for accountability and strategic of the performance measures, a new precinct. decision-making purposes. The Performance Outcome has been

Performance outcome Measure/Target Safety record Measure: 2019-20 target: 2020-21 onwards: Measures WSA’s success in Total Recordable Injury TRIFR < 5* TRIFR < 5* cultivating and reinforcing a safety- Frequency Rate (TRIFR) first, prevention and protection mindset amongst employees, contractors and consultants. *Industry benchmark *Industry benchmark

Infrastructure delivery Measure: 2019-20 target: 2020-21 onwards: Measures the achievement of Completion of delivery Completion of Completion of infrastructure delivery priorities priorities infrastructure infrastructure established as per the Corporate delivery priorities delivery priorities Plan. for the financial within the indicated year within timeframes the indicated timeframes Environmental performance Measure: 2019-20 target: 2020-21 onwards: Measures the effective execution Prevention of material Nil Environmental Nil Environmental of Construction Environmental harm to the environment Protection Protection Orders Management Plans (CEMPs) Orders issued issued by the Airport throughout delivery phases of the by the Airport Environment Officer Airport. Environment Officer

Community engagement Measure: 2019-20 target: 2020-21 onwards: Measures the extent of community Uplift in community Minimum uplift Annual uplift in engagement undertaken by engagement index of 5 percent in the community WSA and subsequent awareness, the community engagement index support and willingness to use engagement index Western Sydney International (Nancy-Bird Walton) Airport.

Financial performance Measure: 2019-20 target: 2020-21 onwards: Measure of actual expenditure Variance to budget Expenditure within Expenditure within relative to budgeted forecasts. budget budget

Employee engagement Measure: 2019-20 target: 2020-21 onwards: Measures agility, engaging Uplift in employee Minimum uplift Annual uplift leadership, talent focus, and engagement score of 5 percent in employee commitment to roles. in employee engagement score engagement score

The performance criteria in this Corporate Plan will be tracked internally and reported through the Annual Report process. The Company also monitors performance trends to ensure performance-related risks are identified in a timely manner and are addressed proactively. It is important to note that factors which are beyond the Company’s control may arise that impact achievement of the targets set out above however, WSA will mitigate these situations wherever practicable. Furthermore, it is expected that performance criteria will be refined and will evolve as WSA moves closer to operations in 2026.

18 Western Sydney Airport I Corporate Plan 2019 – 2020 6. Performance measures The new Western Sydney International Airport will be a world-first for people with disabilities, providing a fully accessible terminal and service that will allow everyone to travel hassle-free. Brad Grove, NSW Wheelchair Rugby League

Partnering with local schools and teachers on the Minecraft Competition to design Western Sydney International Western Sydney Airport I Corporate Plan 2019 – 2020 19 WSA Co Limited ABN 81 618 989 272 PO Box 397 Liverpool NSW 1871

westernsydney.com.au

20 Western Sydney Airport I Corporate Plan 2019 – 2020